Cambridge Handbook of Organizational Project Management

ISBN-13: 9781107157729 / Angielski / Twarda / 2017 / 408 str.

Shankar Sankaran; Ralf Muller; Nathalie Drouin

Opis

This comprehensive volume details the importance of integrating project management-related activities into the organizational hierarchy or network.

Recenzje

'I would argue that this book makes a valuable contribution with new materials for those interested in OPM and project work. It takes an organisational-level perspective in the main and fills a number of gaps in the current book-level literature. … I would recommend that this book be considered as a serious reference book and that for many students and practitioners that this would be a highly valuable resource.' Derek Walker, International Journal of Managing Projects in Business

Spis treści

Foreword; Introduction; Part I. Strategy: Section summary Nathalie Drouin; 1. The nature of organizational project management through the lens of integration Nathalie Drouin, Ralf Müller and Shankar Sankaran; 2. The business of projects in and across organizations Miia Martinsuo, Rami Sariola and Lauri Vuorinen; 3. Strategic OPM: why companies need to adopt a strategic approach to project management? Vered Holzman, Aaron Shenhar and Joca Stefanovic; 4. Strengthening the connections between strategy and organizational project management Kam Jugdev; 5. Project portfolio management: a dynamic capability and strategic asset Catherine Killen and Nathalie Drouin; Part II. Organizations: Section summary Ralf Muller; 6. The governance of organizational project management Rodney Turner and Ralf Muller; 7. Project portfolio management – the linchpin in strategy processes Julian Kopmann, Alexander Kock and Catherine Killen; 8. Program management Peerasit Patanakul and Jeffrey Pinto; 9. Organizing for the management of projects: the project management office in the dynamics of organizational design Monique Aubry and Melanie Lavoie-Tremblay; 10. Project governance and risk management: from first-order economizing to second-order complexity Stephane Tywoniak and Christophe Bredillet; Part III. People: Section summary Shankar Sankaran; 11. Human resource management in organizational project management: current trends and future prospects Anne Keegan, Martina Huemann and Claudia Ringhofer; 12. Stakeholders Pernille Eskerod; 13. Balanced leadership: a new perspective for leadership in organizational project management Ralf Müller, Johan Packendorff and Shankar Sankaran; 14. Project teams and their role in organizational project management Nathalie Drouin and Shankar Sankaran; 15. REAL knowledge at NASA: a knowledge services model for the modern project environment Ed Hoffman and John Boyle; 16. Change management as an organizational and project capability Julien Pollack; 17. The behavioral 'glue' in OPM – a review on productive behaviors of project team members Timo Braun; 18. Developing organizational project management competencies through industry clusters Chivonne Algeo and Julia Connell; Part IV. New Directions: Section summary Shankar Sankaran; 19. Ethics in projects Øyvind Kvalnes; 20. Multilevel value creation in projects, programs and portfolios: results from two case studies Karyne Ang, Christopher Biesenthal and Catherine Killen; 21. An inherent complexity: projects and organizations Kaye Remington; 22. Organizational project management and sustainable development (SD): managing the interface of organization and project SD benefits Lynn Keeys and Martina Huemann; 23. The marketing of organizational project management Rodney Turner and Laurence Lecoeuvre; 24. Shared space for organizations: enablers for innovative projects Kim van Oorschot; 25. Social media and project management: symbolism in action Hélène Delerue and Tom Cronje; Index; Conclusions.